Wiley & sas business Series

Delivering Business Analytics (Stubbs), 
xii, xvi
Delta Model, 210
“democratization of analytics,” 186
democratized empowerment, 
in revolutionary disruption 
perspective, 78
denial, outright, in dominant 
culture, 63
departmental platform, 208
derived variable, 208
design of experiments, 208
desperation, frantic, in dominant 
culture, 63
differentiation targeting, in 
revolutionary disruption 
perspective, 77
digital footprint, 12
digitization, 12
directed path, 92
discovery environment, xvi, 208
disruption, 9–10, 75–78
disruptive innovation, 174
disruptor, being the, in revolutionary 
disruption perspective, 77
doge, 208
DoubleClick, 30
Dragon Age: Origins (video game), 28
dynamic management, 10
dynamic value, 169–189
about, xv, 169–170, 178f
innovation cycle, 170–172, 171f
innovation engine, xii, 170, 
181–185, 182f
innovation paradox, 172–176
reinventing the r
ōnin, 185–189
in revolutionary disruption 
perspective, 77
secret to success, 176–181
E
e-Commerce, 18
economies of scale, 208
economies of scope, 209
effi ciency
of automation, 135–137
sources of, 137, 139
effi cient machine, as indicator of 
organization operating at levels 
3–5, 91
egalitarianism, in dominant culture, 
62
Embark, 30
embedded analysts, 102f
emergence, of big data, 15–21
empire, as indicator of organization 
operating at levels 3–5, 91
employee turnover, 163
enabler
about, 135
effi ciency of automation, 
135–137
need for governance, 138–140
transparency of assets, 137–138
enabling initiative, 209
encapsulation, in prototyping, 144
Endoxon, 30
enterprise platform, 209
enterprise resource planning, 209
enterprise transformation, 104
era of uncertainty, 14, 34
ETL (extract, transform, and load), 
129–130
evolutionary innovation, 174, 178, 
178f, 209

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I N D E X
 
◂
 225
execution, considered, in functional 
innovation perspective, 73
experience, value of, 63
experimental innovation, in truth 
seeking perspective, 63
exploratory analysis, 131
exploratory data analysis tools, 136
exploratory data preparation, 
131–132
external value, xv, 67, 126, 
127–128
extract, transform, and load (ETL), 
128–129
F
Facebook, 5, 7, 14
fact-based debate, in truth seeking 
perspective, 62
feudal artisans, in dominant culture, 
62–63
fi ber channel, 209
fi nancial crisis, of 2007, 13
fl exibility
importance of, 83
in return cycle, 147
focus, of organizational design, 
107–111
Ford, Henry, 185
formal profi t-and-loss statement, 
102f, 106
Foundation series (Asimov), 3
fragmented data, as indicator of 
organization operating at level 
1, 82
fragmented inconsistency, in 
dominant culture, 62–63
Franklin, Benjamin, xii–xiii
frantic desperation, in dominant 
culture, 63
freedom, constraints of, 81–82
functional innovation
about, 69–70
benefi ts of being personal, 
70–73
common characteristics, 73–74
expanding culture, 75
functional planning, 209
functional reporting, 103, 102f
future shock, 9–10, 209
Future Shock (Toffl er), 9–10
G
Gladwell, Malcolm
Outliers, 23
Globalization, 12
goals, of operating models, 127–134
Google, 7, 14, 29–30
Google AdWords, 181
governance, need for, 138–140
Govindarajan, Vijay, 176–177
Grand Theft Auto V (video game), 27
group formality, 102–105
grouping model, 209
growth initiative, 210
Guinness, 152
H
Harnham, 22
Hax and Wilde’s Delta Model, 210
haystack method, as indicator of 
organization operating at level 
1, 83
headlines, 195, 195f
hierarchy of needs, 25
high-context culture, 210
HiPPO leadership
defi ned, 210
in dominant culture, 62

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226 
▸
  
I N D E X
hoarding, selfi sh, as indicator of 
organization operating at level 
1, 83
HopStop app, 30
human capital, 149–164
about, 149–150
capability requirements, 150–157
getting the right people, 157–162
keeping the people, 162–164
I
ideas/ideation, 15–16, 177–178, 210
identifying opportunities, 196–198
ignoring the benchmark, in 
revolutionary disruption 
perspective, 77
ImageAmerica, 30
improvement targeting, in functional 
innovation perspective, 74
impute, 210
incapacitated and paralyzed, in 
dominant culture, 63
inconsistency, fragmented, in 
dominant culture, 62–63
incremental value, in functional 
innovation perspective, 74
in-database processing, 210
independent variables, 210
information, value of, 128–131
information asymmetries, 210
information management, 128–131
“in-game telemetry,” 27
innovation
See also functional innovation
defi ned, 211
disruptive, 174
with dynamic value, 169–189
evolutionary, 174, 178, 178f, 209
experimental, 63
revolutionary, 174, 178f, 179, 214
innovation cycle, 170–172, 171f
innovation engine, xii, 170, 
181–185, 182f
innovation paradox, 172–176
insight, clarity of, in truth seeking 
perspective, 63
insight, knowledge of, 131–133
“insight teams,” 109
Instagram, 5
Institute of Analytics Professionals, 
22, 25
instructions
for defi ning the vision, 194–196
for identifying opportunities, 
197–198
for mapping responsibilities, 
200–201
intangible value, 211
integrated coordination, in 
functional innovation 
perspective, 73–74
intelligent action, in value creation 
perspective, 67
intelligent enterprise, 79–93
about, xii, 43f, 42, 45n3, 79–80, 
80f
level 1: unstructured chaos, 80–84
level 2: structured chaos, 84–89
levels 3–5: the intelligent 
enterprise, 89–93
intelligent inaction, in truth seeking 
perspective, 63
interests, matching to activities, 163
internal consultancy, 102f
internal value
about, xv, 126–127
sources of, 135
in truth seeking perspective, 63

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I N D E X
 
◂
 227
Internet access, 12
intuitive action
about, 62–63
common characteristics, 62–63
example of, 61
expanding cultures, 62–63
invention, 211
inward-looking, in truth seeking 
perspective, 63
IT Infrastructure Library (ITIL), 148, 
183–184